Template for Knowledge-based Assessment The Creative Trust for ...

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C3 The Artistic Director is able to clearly describe the philosophic and aesthetic values that underlie the artistic choices for the creation, production and/or presentation of artistic works. C4 This information is clearly communicated internally and externally. Relationships. There is a commitment to developing and maintaining quality relationships, both internally among the organization’s professional staff and board and externally with community partners and audiences. D D1 D2 D3 E E1 E2 E3 Internal Relationships: There is a shared sense of purpose among professional staff along with a clear understanding of the values and beliefs that inform how everyone works together. The organization has a distinct working culture that is shared by the artistic, administrative and board centres. The Artistic Director and General Manager have an excellent working relationship. External Relationships: There is a commitment to developing and maintaining quality relationships with other arts organizations and key partner organizations in the community. There is a commitment to developing and maintaining quality relationships with the audience and donors and patrons of the organization. The Board of Directors is well cast from the community and develops and maintains supportive relationships with key community members. II WORKING FORMAT, THE ORGANIZATIONAL EQUATION AND INFRASTRUCTURE F Working Format F1 The working format—whether it is project based or operational—reflects the defined and understood processes of collaborating, planning, analyzing needs and problems, strategizing, problem solving, decision making and taking action. F2 The format is informed by and consistent with the professional leadership’s artistic, programming and/or curatorial processes. G The Organizational Equation/Balance G1 There is a clear understanding of the organizational equation and the critical balance between programs and activities and available human, financial, time, material and technical resources. G2 There is a clear and coherent understanding of the condition of the equation at any given time. H Infrastructure H1 There are organizational structures and systems appropriate and adequate to the work in place and working effectively.
H2 There are appropriate management, financial and information systems in place. H3 There are appropriate and adequate strategic support systems for earned and contributed income programs in place. H4 There are appropriate human resources with necessary attributes and skill sets to maintain a healthy organizational operation and balance. III EFFECTIVE PLANNING AND LEARNING PROCESSES Working Processes I1 There are clearly described, defined and understood processes for collaborating, analyzing needs and problems, strategizing, solving problems, making decisions and taking action. I2 The working processes are informed by and consistent with the professional leadership’s artistic, programming and/or curatorial processes. Planning and Learning J1 There is a planning process in place that addresses short, medium and long term planning concerns and issues. J2 This process is an effective learning tool that helps the organization adapt to or effect change within its working conditions or environment. J3 The process defines the quantitative and qualitative indicators that allow the organization to evaluate its progress and learning. IV RESOURCE DEVELOPMENT: RELATIONSHIP TO AUDIENCES AND CONTRIBUTED INCOME K Relationship to Audience – Earned Income K1 There is clarity with regard to whom the organization wants to connect and why. K2 There is the same commitment to quality relationships internally extended to relationships with the audience. K3 There is a commitment and process in place to build and maintain audience relationships for both the short and long term. K4 There are clear and coherent concepts, plans and approaches for generating and growing earned income that are appropriate to the work, community environment, organizational values and internal capacities. L Contributed Income L1 There are clear and coherent concepts, plans and approaches for generating and growing contributed income that are appropriate to the work, community environment, organizational values and internal capacities.
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